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MANAGING THE HUMAN RESOURCE

Extracts from this document...

Introduction

MANAGING THE HUMAN RESOURCE - MGTHRM307 ASSESSED COURSEWORK - APRIL 2005 MODULE LEADER: Mr. IAN LOVEGROVE TITLE - HOT WORK AT THE ALUMINIUM SMELTER AT LYNEMOUTH WORD COUNT - 2463 DATE OF SUBMISSION - APRIL 29, 2005 ARJUN RAJKUMAR - 263842 CONTENTS: Introduction 3 HRM & People Management Values 3 Team Effectiveness & The Effect of Motivation 4 Communication & Culture 6 Leadership Qualities 8 Conclusion 9 Reference 11 INTRODUCTION: This assignment is based on a case study titled 'Hot Work at the Aluminium Smelter in Lynmouth', and it examines the current HRM principles being used within the organisation. The HR values that are being investigated are HRM or people management values, team effectiveness and the effect of motivation, communication and the culture in the organisation, and leadership qualities. The overall aim of this assignment is to provide appropriate business solutions that help in improving the effectiveness of the organisation, from the perspective of a HR consultant. HRM & PEOPLE MANAGEMENT VALUES: Armstrong (2000) argues that personnel practioners are often confused when asked about the difference between HRM and personnel management. According to Storey (1995) HRM is said to be fundamentally unitarist. This makes the management at Lynmouth more HR than personnel, as although the union's membership levels were low and their influence was weak, they were recognised by management in respect of white-collar staff. Also teamworking was introduced with the cooperation of the plant's trade union, and they were asked to recommend the number of posts required for the new line that was to open in 2000. ...read more.

Middle

With regard to this, teamwork was introduced with the cooperation of the plant's trade unions, which encouraged further development in employee relations. However, with the success of teamwork, white-collar staff felt undervalued. Peng & Litteljohn (2001) asserts that structural arrangements may facilitate communication on the one hand, and create barriers for communication on the other. Group leaders felt that their status and authority were being eroded, and technical staff felt that their job territory was under threat, and changes were made without consulting the people involved, and there was a feeling that the appraisal system was not adequate, as the management did not seem to listen. Connolly (1996) states that to enhance communication, both the employer and the employee should realize the importance of effective communication. The author concludes by saying that perhaps the most effective ways of improving communication are also the simplest - taking the time to really notice the employees, listening to how they speak and more importantly to what they say. The management could create a system where employees are rewarded for their good work, as Storey (1995) states that the way in which employees are rewarded is central to the regulation of employment relationship. Handy (1986) states that every organization is different, and each organization has a different culture - sets of values and norms and beliefs. In 1990, many workers had been with the plant since it opened, and labour turnover was low. ...read more.

Conclusion

Popper, M & Zakkai, E 1994, 'Transactional, Charismatic and Transformational Leadership: Conditions Conducive to their Predominance', Leadership and Organization Development Journal, vol. 15, no. 6, pp 3-7. Silverthorne, C 2000, 'Situational leadership theory in Taiwan: a different culture perspective', Leadership and Organization Development Journal, vol. 21, no. 2, pp 68-74. Sisson, K 1994, Personnel Management - A comprehensive guide to Theory and Practice in Britain, 2nd edn, Blackwell, Oxford. Storey, J 1995, Human Resource Management - A critical text, Thomson, London. Storey, J 1995, 'Is HRM catching on?', International Journal of Manpower, vol. 16, no. 4, pp 3-10. Storey, J 1996, Blackwell cases in Human Resource and Change Management, Blackwell, Oxford. Tait, R 1996, 'The attributes of leadership', Leadership and Organization Development Journal, vol 17, no. 1, pp27-31. Tarricone, P & Luca, J 2002, 'Employees, teamwork and social interdependence - a formula for successful business?', Journal of Team Performance Management, vol. 8, no. 3, pp 54-59. Thompson, J. L 2004, 'Innovation through people', Journal of Management Decision, vol. 42, no. 9, pp 1082-1094. Thornhill, A & Saunders, M.N.K 1998, 'What if line managers don't realize they're responsible for HR?', Personnel Review Journal, vol. 12, no. 6, pp 460-476. Twomey, K & Kleiner, B.H 1996, 'Teamwork: The essence of the successful organisation', vol. 2, no. 1, pp 6-8. Vyakarnam, S et al. 1999, 'Exploring the formation of entrepreneurial teams: the key to rapid growth business?', Journal of Small Business and Enterprise Development, vol. 6, no. 2, pp 153-165. Wallace, J 1999, 'The relationship between organisational culture, organisational climate and managerial values', International Journal of Public Sector Management, vol. 12, no. 7, pp 548-564. 2 ...read more.

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